OB1ECTIVE

The main objective of our project was to study the HR policies and
practices at ANAND GROU !Gabriel "ndia #td$%$
&ub Objectives ' &tudy of()
HR lannin*
Recruitment and &election
Trainin* and Development
erformance Appraisal
+ompensation ,ana*ement
RESEARCH METHODOLOGY
The methodolo*y adopted for the study incorporates various research
techni-ues such as()
Data +ollection ,ethod ()
!a% &ources of Data()
&econdary source of Data()
!a% Te.tboo/s available at #0&", library
!b% 1ournals and ,a*a2ines
!c% 3orld 3ide 3eb
rimary source of Data()
rimary source of data includes face to face interview with
&enior ,ana*er ' HRd4 Gabriel "ndia #td$
5.ecutive ,ana*er ' HRD4 Gabril "ndia #td$
!b% &amplin* ' +onvenience samplin*
COMPANY PROFILE ANAND GROUP
Anand Group is a leadin* manufacturer of automotive components in
"ndia with sales turnover of Rs$ 6777 crores$ +urrently4 the Group
consists of twenty one companies spread in ei*ht states of the country4
employin* nearly 8977 people and supplyin* components of virtually
every vehicle and en*ine produced in the country4
"mn 69:64 the Group; s fla*ship company4 Gabriel India Ltd. was
founded as a joint venture with maremont +orporation !now Gabriel
Ride +ontrol roducts of Arvin "ndustries "nc% U&A4 with one plant in
,umbai for the manufacture of &hoc/ Absorbers$ Gabriel "ndia has
ei*ht state of the art plants throu*hout "ndia$
"n 69:<4 ,r4 Deep + Anand founded erfect +ircle =ictor #td$ in joint
venture with Dana +orporation$ U&A4 a >ortune 677 +ompany$
"n 699:4 urolator "ndia #td$ was established in joint venture with
urolator "nc$4 U&A new part of Arvin "ndustries "nc4 U&A4 to
manufacture >ilters$ Today it is the county; s lar*est manufacturer of
air4 fuel and hydraulic filters for application in various industries$ "ts
Gur*aon and rwannoo plants have also been accredited with ?& 9777
and "&O 9776 +ertifications respectively$
Anand +orporate &ervices #td$4 established in 69@A4 provides a
comprehensive ran*e of technical and mana*ement constancy services$
"n areas of mar/et research4 technolo*y up*radation4 -uality
improvement4 manpower plannin*4 trainin* business plannin* finance4
e.ports and le*al matters$
Anchemo #td$4 set up in 69@94 is a leadin* manufacturer of +ar +are
roducts4 coolants and Resins$ "t also collaboration with >irst 0rands
+orporation4 U&A to mar/et &T4 the world; s lar*est brand for
Automotive +are roducts4 in "ndia$
Anfilco #td$ also started in 69@94 a leader in Air >iltration has a
technical collaboration with >arr of U&A$
De*remont "ndia #td$4 founded in 69B: in collaboration with
De*remont &A4 >rance world leaders in 3ater and 5nvironment
Technolo*ies4 represents the Group; s first diversification outside the
automotive industry$ The first O2one 3ater Treatment lant in the
country was set up by De*remont "ndia and De*remont &A >rance in
Delhi$
&picer "ndia #td$4 set up in 6998 in collaboration with Dana
+orporation4 manufactures ropeller &hafts4 Universal 1oints and
A.les$
TD3 "ndia #td$ was founded in 699C as a joint venture with TD
3illamson4 U&A$ This +ompany provides products and services to
pipeline users in several sectors such as oil4 *as4 and petrochemicals$
+han* Dun "ndia #td$4 established in 699< in collaboration with +han*
Dun of Eorea4 manufactures synchroniser rin*s for the autom9otive
industry at its plant in Gur*aon$ This plant has been accredited with
?& 9777 +ertification$ The +ompany is the sole supplier to ,aruti
&u2u/i and is now supplyin* to Hyundai as well$
Total #ubricants "ndia #td$4 established in 699C is a joint venture with
Total #ubricants "nternational4 &A >rance which is amon* the world; s
top si. oil companies with operations in more than hundred countries$
A>, "ndia #td$4 established in 99C in collaboration with >ederal
,o*ul +orporation4 U&A$ &ources auto components from "ndia for
worldwide distribution$
Dyte/ "ndia #td$4 ac-uired in 699A by the Anand Group in 0an*alore4
has e.pertise in technolo*y for manufacture of dies and tools for sheet
metal parts and is the foundation for the Anand Technolo*y Resource
ar/$
0ehr "ndia #td$4 established in December 699A for manufacturin*
radiators and air conditionin* systems for automobiles$
5chlin "ndia #td$4 established in 699:4 has collaboration with 5chlin$
The +ompany manufacturers hydraulic bra/e systems with technolo*y
provided by the fully owned subsidiary4 >T5 of Germany$
&tallion &ho.4 #td$4 another ac-uisition of the Group in 699:4 is
located at &urajpur in the state of Uttar radesh$ This plant
manufactures &hoc/ Absorbers$ The +ompany received the "&O 977<
+ertification within a record time of three months$
Arvin 5.haust "ndia vt$ #td$4 established in 699@ in collaboration
with Arvin 5.haust "nternational U&A manufactures e.haust system
for the automobile industry$
Hen/el Terson "ndia #td$4 was established in 699@ at Gur*aon
!Haryana% in collaboration with Hen/el Teroson GmbH4 a wholly
owned subsidiary of the U& F 67 billion Group Hen/el EGaN$
Germany$ This +ompany manufactures adhesives4 sealants and
coatin*s for the automobile industry and was awarded the "&O 977<
+ertification within a short period of its inception$
=aleo >riction ,aterials "ndia #td$4 set up in 699@4 is a joint venture
with =aleo of >rance for the manufacture of clutch facin*s$
,ando ,idland Air 0ra/e &ystems "ndia vt$ 5stablished in 699B4 has
collaboration with Halde. of &weden4 world; s No$ 6 in Auto &lac/
Adjusters$
Anand Technolo*y Resource ar/ vt$ #td$ at 0an*alore4 has been
established with the objective of up*radin* the Group; s technolo*ical
competence to world class levels$
To achieve e.cellence in distribution4 the Group has established
fourteen 0usiness +entres throu*hout the country to help streamline
distribution and enable it to respond -uic/ly to mar/et needs by
ensurin* penetrative covera*e in the after mar/ets effective with
dealers and customers4 reduction in transaction time and substantial
lowerin* of distribution costs$ Anand Group will soon be settin* up its
own ,ana*ement "nstitute at arwanoo$
On the whole4 the stren*th of the Anand Group +ompanies lies in their
stron* brand ima*e4 widespread distribution networ/4 product ran*e4
e.cellent -uality4 Ori*inal 5-uipment covera*e4 e.port mar/ets4 its
+ellular manufacturin* and 1"T &ystems4 technolo*y up*radation and
international tie)ups$
HUMAN RESOURCE PLANNING
3henever an or*ani2ation is in the process of determinin* its human
resource needs4 it is en*a*ed in a process call human resource
plannin*$ Human resource plannin* is one of the most important
elements in a success Human Resource ,ana*ement pro*ram4 because
it is a process by which an or*ani2ation ensures that it has the ri*ht
number and /inds of people4 at ri*ht place4 at the ri*ht time4 capable
of effectively and efficiently complete those tas/s that will help the
or*ani2ation achieve its overall strate*ic objective$ Human resource
plannin*4 then ultimately translates the or*ani2ations over *oals into
the number and types of wor/ers needed to meet those *oals we with
out clear)cut plannin* and a direct lin/a*e to the or*ani2ations
strate*ic direction estimation of an or*ani2ations human resource
needs are reduced to meet *uesswor/$ This means that human resource
plannin* cannot e.ist in isolation$ "t be lin/ed to the or*ani2ations
overall strate*y$
To ensure that appropriate personnel are available to meet the
re-uirements set durin* the strate*ic plannin* process4 human
resource mana*ers en*a*e in human resource plannin*$ The purpose
of this plannin* effort is to determine what HR, re-uirements e.ist
for current and future supplies an demands for wor/ers$
1OB ANALYSIS
A job analysis is a systematic e.ploration of the activities within a
job$ "t is technical procedure used to define the duties4
responsibilities4 and accountabilities of a job$ This analysis Ginvolves
the identification and description of that is happenin* on the job$ The
accurately and precisely identifyin* the re-uired tas/s4 the /nowled*e4
and the s/ills necessary for performin* them and conditions under
which they must be performed$
1ob Analysis Method
The basic methods that HR, can use to determine job elements and
the essential /nowled*e4 s/ills4 and abilities for successful
performance include the followin*()
Observation Method :- Usin* the observation method4 a job analyst
watches employees directly or reviews films of wor/ers on the
job$
Individual Interview Method:- Usin* the individual interview
method4 a can of job incumbents is selected and e.tensively
interviewed$
Group Interview Method:- The *roup interview method is similar
to the individual interview method e.cept that a number of job
incumbents are interviewed simultaneously$
Structured Questionnaire Method:- Under the structured
-uestionnaire method4 wor/ers are sent a specifically desi*ned
-uestionnaire on which they chec/ or rate items they perform on
their job from a lon* list of possible tas/ time$
Technical Conference Method:- The technical conference method
uses supervisors with e.tensive /nowled*e of the job$
Diary Method:- The diary method re-uires job incumbents to
record their activities$
Conducting the 1ob Analysis
There are universal steps involved in conductin* the job analysis()
Understand the purpose of conductin* the job analysis
Understand the role of jobs and values in the or*anisation
0enchmar/ ositions
Determine how you want to collect the job analysis information
&ee/ clarification4 wherever necessary
Develop the first draft of the job description
=iew Draft with the job supervisor
PURPOSE OF 1OB ANALYSIS
No matter what method is used to *ather data the information amassed
and written down from the job analysis process *enerates three
outcomes job descriptions, job specifications and job evaluation.
ob Descriptions:- A job description is a written statement of what
the job holder does4 how it is done4 under what conditions it is
done and why it is done$ "t should accurately portray job content4
environment4 and conditions of employment$
ob Specifications:- The job specification states the minimum
accept -ualifications that the incumbent must possess to perform
the job successful$ 0ased on the information ac-uired throu*h job
analysis 4 the job specification identifies the /nowled*e4 s/ills
education4 e.perience4 certification and able needed to do the job
effectively$ "ndividuals possessin* the personal characteristics
identified in the job specification should perform the job more
effectively than those lac/in* these personal characteristics$
EMPLOYEE SELECTION
GThe interview committee never *ave me a chance to e.plain$ They
were just firin* -uestions one after the other and most of them had
nothin* to do with the job$ " wonder if the interview was a smo/e)
screen for decisions already ta/en$H
G3e followed a very elaborate procedure for selection$ " am happy
to say that all the selected candidates are still with us unli/e the
or*ani2ation ne.t door where more than A7I left within the first
si. months after jonin*$H
"n todayJs hi*hly comple. and competitive situation4 choice of ri*ht
personnel has far)reachin* implication for an or*ani2ationJs
functionin*$ 5mployees well)selected and well)placed would not only
contribute to the efficient runnin* of the or*ani2ation but offer
si*nificant potential for future replacement$ Hence4 buildin* and
maintainin* an effective human or*ani2ation becomes the most
important mana*ement function$
The process of selection be*ins with the understandin* and definition
of the job to be performed by those involved in selection$ These are
then converted into job specifications !-ualifications% which are made
public$ 1ob opportunities should be publici2ed in such a way that they
enable the or*ani2ation to draw upon prospective candidates from a
wide cross)section of the society$ &election has no meanin* if the
applicants available for a vacancy are of the same /ind in terms of
their education4 socio)economic status4 and e.perience$ "n such a case
the or*ani2ation does not have to select but choose at random from the
applicants$ lanned selection throu*h techni-ues that are objective4
reliable and valid ensures better choice of employees$
RECRUITMENT
The first sta*e in selection is to ma/e the vacancies /nown to a lar*e
number of people an the opportunities that the or*ani2ation offers$ "n
response to this /nowled*e4 potential applicants would write to the
or*ani2ation$ Th process of attractin* people to apply is called
recruitment$ >lippo !69@6% defines it Gas a processes of searchin* for
prospective employees and stimulatin* them to apply for jobsH$ "t is
different from selection which be*ins after recruitment has ended$
3hile recruitment is a process of attractin* people4 selection is a
process of choosin* a few amon* those who have been attracted$
Technically4 thou*h these two terms are different4 in common lan*ua*e
they are often used interchan*eably$
An interaction of these two processes results in what is called
selection ratio$ "t is the ratio of people to be selected from those
applied$ "f the number of applications *enerated are few4 selection may
not ma/e much sense !ratio will be hi*h%$ On the other hand4 low ratio
would ensure better choice from amon*st those available$
The need for recruitment may arise our of the followin* situations()
6$ =acancies due to transfer4 promotion4 retirement4 termination4
permanent disability4 or death$
<$ +reation of vacancies due to e.pansion4 diversification4 *rowth or
job respecification$
The first is caused purely by the mobility of human assists while the
second is caused by the *rowth of business of the or*ani2ation$ 3hile
the employees of an or*ani2ation may perpetually feel that they are
short of hands and may indent for e.tra manpower the or*ani2ation has
to ma/e an assessment whether the felt shorta*e is real or perceived$
Hence4 every re-uest for e.tra manpower does not necessarily mean
recruitin* more people$ #ac/ of a careful plannin* of human resource
may not cost the or*ani2ation a lot in terms of money but may
*enerate alienation and frustration amon* employees$
Recruitment is done by usin* a number of methods()
EMPLOYMENT AGENCIES
There are a number of private employment a*encies li/e >er*uson
Associates4 A0+ +onsultants4 &0 0illimoria4 who re*ister for
employment and can furnish a list of suitable candidates when sou*ht
by employers from their data ban/$ Generally4 these a*encies e.cept
those who are recruitin* for Gulf4 deal with middle and hi*h level
mana*erial jobs$ =ery often these a*encies also recruit on behalf of
the or*ani2ation without necessarily disclosin* the identify of the
or*ani2ation$
ADVERTISEMENT
This is perhaps4 the most widely used method for *eneratin*
applications$ "ts reach is very wide$ Different mass media could be
used to ma/e people aware of the opportunities$ There are special
journals and ma*a2ines that cater to different mar/et se*ments and
puttin* an advertisement in them may *enerate a lar*e number of
relevant applications$ However in preparin* an advertisement4 lot of
care has to be ta/en to ensure that some self)selection amon*
application ta/es place$ "n other words4 only -ualified people should
thin/ of respondin* to advertisement$
A *ood4 carefully worded advertisement can also help in buildin* the
ima*e of the or*ani2ation$ &ince the cost of advertisin* has increased
manifold in the recent past4 it ma/es it necessary to pay e.tra attention
to the copy set$
CAMPUS RECRUITMENT
3hile campus recruitment is a common phenomenon in the 3est4 in
"ndia it has made its mar/ rather recently$ ,any or*ani2ations send
their representatives every year to national institutes of hi*her
learnin* li/e "ndian "nstitutes of ,ana*ement "ndian "nstitutes of
Technolo*y and similar others$ The or*ani2ations have definite
advanta*es throu*h campus recruitment >irst the cost is lowK second
they can arran*e interviews at short noticeK third4 they can meet the
teachin* facultyK fourth it *ives them an opportunity to LsellJ the
or*ani2ation to a lar*e student body who would be *raduatin* later4 as
well establish a *oodwill throu*h presentations and distribution of
company material$ One of interview candidates who have similar
e.perience and education$
DEPUTATION
Deputation refers to sendin* an employee to another or*ani2ation for a
short duration of two to three years$ Deputation is a pretty common
method of recruitment in the public sector or*ani2ation and
*overnment a*encies in "ndia$
PROFESSIONAL ASSOCIATION
=ery often4 for certain professional and technical positions it may be
useful to *o to professional associations !e$*$4 "nstitute of 5n*ineers4
"ndian ,edical Association4 All "ndia ,ana*ement Association etc$%$
An application routed throu*h these associations would4 perhaps4 be
better in terms of -ualification as some of these association
themselves do a preliminary screenin*$
WORD OF MOUTH
&ometimes it may be more economical4 both in terms of time and
money to pass the word around about the possible openin*$ This could
be done either throu*h individual employees or unions$ "t often serves
the purpose of /eepin* the union involved in recruitment and ensurin*
industrial harmony$
CASUAL APPLICATIONS
Often the or*ani2ation receives self)solicited applications see/in*
suitable opportunities$ ,any or*ani2ations /eep a live file of such
casual unsolicited applications and whenever a befittin* position
opens4 invite the to apply throu*h formal channel$ One major problem
with this method is that such people apply to a number of
or*ani2ations4 and when they are needed by the or*ani2ation4 either
they are absorbed by other or*ani2ation4 either they are absorbed by
other or*ani2ations or are not interested in the position$
RAIDING
Raidin* is a technical terms used when employees wor/in* elsewhere
are attracted to join or*ani2ations$ The or*ani2ations are always on the
loo/out for -ualified professionals and are willin* to offer them a
better deal if they ma/e the switch$ There are always some employees
who are professionally very competent4 but dissatisfied with
somethin* or the other in the or*ani2ations$ They form the LeasyJ
*roup to attract$ The other *roup is formed of those who are e-ually
competent but are -uite satisfied with their present position$ To attract
them4 the or*ani2ations has to offer a very lucrative pac/a*e of
per-uisites$ 3hatever may be the means used to attract4 often it is seen
as an unethical practice and not openly tal/ed about$
TRAINING AND DEVELOPMENT
The be*innin* of trainin* could be traced to the stone a*e when people
started transferrin* /nowled*e throu*h sin*s and deeds to others$
=ocational trainin* started durin* the industrial revolution when
apprentices were provided direct instructions in the operation of
machines$ Trainin* and development is increasin*ly reco*ni2ed4 now
as a mot important or*ani2ational activity$ Rapid technolo*ical
chan*es re-uire newer s/ills and /nowled*e in many areas$ Trainin*
has to be continuously offered to /eep employees updated and
effective$
OB1ECTIVES OF TRAINING
The objectives of trainin* differ accordin* to the employees belon*in*
to different levels of or*ani2ations$ The basic objective of trainin*4
however is to establish a match between man and his job$
However the followin* objectives are worth mentionin*(
"nduction
Updatin*
reparin* for future assi*nments
+ompetency development
IDENTIFYING TRAINING NEEDS
"dentifyin* trainin* needs is a process that involves establishin* areas
where individuals !employees% lac/ s/ill4 /nowled*e and ability in
effectively performin* the job and also identifyin* or*ani2ational
constraints that are creatin* roadbloc/s in the performance$
"t consists of three components$
Or*ani2ational analysis
Tas/ analysis
,an analysis
TRAINING METHODS
A variety of trainin* methods are available and used by trainin*
a*encies and or*ani2ations$ The choice of a method or a mi. of
methods is a function of number of considerations$
&ome of the most prevalent methods of trainin* are as follows(
LECTURES
As the name indicates it refers to a presentation by the trainer on
ideas4 concepts4 theories and issues$ The method focuses on
transmission of /nowled*e$ "t entails ma.imum active roles by the
trainer and little over the activity by the participants$
ON THE 1OB TRAINING METHOD
The learnin* that ta/es place is centred around the job$ The trainee
uses the machines and tools that he will use once the trainin* is
completed$ The learnin* ta/es place in surroundin*s where he will in
future be wor/in* at his re*ular tas/s$ He wor/s with his future
supervisors and peers and ac-uaints himself with day)to)day
operations$ 1ob rotation brainstormin* session and syndicate
techni-ues are some of the methods that would come under this
cate*ory$
SIMULATION METHODS
"n this cate*ory real)wor/ instances are ta/en for trainin* to ta/e
place$ &ome of the e.amples !of methods% which fall under this
cate*ory are role playin* case method mana*ement *ames4 etc$ role
playin* is one method where action is involved$ #earnin* ta/es place
when individuals try to improve their job performance by actually
doin* somethin* about the day)to)day job problems$
TRAINING EVALUATION
5valuation of trainin* effectiveness is the most critical phase in not
only assessin* the -uality of trainin* imparted but also to see what
future chan*es in trainin* plan should be made to ma/e it more
effective$
IMMEDIATE EVALUATION
"t refers to reactions of the participants as to how have they found a
particular trainin* pro*ramme$
TRAINING UTILITY
&uccess of an enterprise re-uires that everyone performs at his
optimum level$ Trainin* to a lar*e e.tent4 can help achieve this level$
5valuation of the utility of trainin* deals broadly with three
-uestions$)
3hether a *iven trainin* pro*ramme has actually brou*ht about the
desired modification in behaviour or notM
3hether trainin* has a demonstrable effect on the performance of
the tas/ or achievement of or*ani2ational *oalsM
3hether the present method of trainin* is the most superior one to
achieve the desired resultM
ELEMENTS OF PERFORMANCE
APPRAISAL
erhaps4 one of the most important roles of a mana*er or a supervisor
is to G,otivate encoura*e4 build4 train4 reinforce and modify
behaviourH of his subordinates !Da*er4 69B6%$ This can happen only if
there is re*ular and fre-uent interaction between the superior and his
subordinate$ "f the interaction is based on ac/nowled*ment there
should be ample praise4 corrections4 comments and su**estions by the
supervisor on the tas/s performed by the subordinate$ This interaction
process can be seen as performance appraisal because in each
interaction process can be seen as performance appraisal because in
each interaction process some comments are e.chan*ed on the tas/s in
hand$
erformance appraisal could4 thus be seen as an objective method of
jud*in* the relative worth or ability of an individual employee in
performin* his tas/s$ "f objectively done the appraisal can help
identify a better wor/er from a poor one$
erformance appraisal has direct lin/a*e with such personnel systems
as selection4 trainin*4 mobility etc$ Appraisal and selection have a lot
to do with the criteria or job e.pectation$
Objectives of appraisal
The objectives of performance appraisal can be two fold such as (
6$ erformance appraisal was considered a development techni-ue in
the hands of mana*ers aimed at callin* attention to a subordinateJs
behaviour flaws in order to improve his administrative ability$
<$ erformance appraisal was viewed as a necessary vehicle for
assessin* mana*ement potential$
METHODS OF PERFORMANCE APPRAISAL
"n order to achieve the objectives4 a variety of performance appraisal
methods have been developed$ The choice of method depends on
or*ani2ational ethos4 its objectives4 si2e4 product4 technolo*y etc$
CONFIDENTIAL REPORT
The supervisor ma/es an evaluation of such characteristics of his
subordinates as intelli*ence4 loyalty4 attendance4 conduct4 character4
etc$ this is the most traditional method and is still in use in a number
of "ndian or*ani2ations4 particularly in the public sector$
GRAPHIC RATING SCALE
"t measures the de*ree of characteristics re-uired for ade-uate
performance of the job$ "t consists of a number of characteristics and
-ualities which are jud*ed on a point scale !84C4A4:4@ or more%$ The
e.treme points on the scale refer to the anchor points of jud*ment$ The
characteristics could be -uantity and -uality of wor/4 job /nowled*e4
cooperativeness4 dependability industriousness4 attitude4 initiative
leadership4 decisiveness4 emotional maturity etc$
COMPENSATION MANAGEMENT
+oncept of wa*e and salary administration () wa*e N pay or
compensation is *iven to an employee or renderin* his N her services to
an or*ani2ation compensation has followin* important role to play$
>irstly4 *ood compensation play or system attracts best available
talents from the labour mar/et$
&econdly4 motivate the employees towards superior performance$
Thirdly4 it retains the employees services over an e.tended period of
time$
Hence one has to /eep in mind to ta/e care of this important issues
Deference compensation consists of compensation wa*e N salary O
employees benefits O non reviewin* financial records O non pecuniary
rewards$
+ompensation can be e.pressed as the rate of pay her unit of time$
Thus it is e.pressed as rupees N her or month or year also rate of pay
her unit of output$
5mployee benefits are defined as the indirect and recurrin* monetary
rewards that an employee reviews from employment$
Non reviewin* financial rewards are defined as those monitory
rewards that a person can earn throu*h employment but that do not
occur automatically e.amples of these rewards include4 special
commission such as those in sales promotion pri2es won in special
absenteeism or tardiness control pro*ramme etc$
Non perfumery rewards are defined as non economic associated with
employment e$*$4 are oneJs collea*ues4 company reputation a sense of
accomplishment in ones job and a sense of power from oneJs wor/$
COMPENSATION BENEFITS
ay may be paid into two different forms consolidated pay ' is a
lumpsum one and no other benefits$ +omposite pay built on a pay
scale$ "t has followin* components !a% 0asic !b% DA !c% frin*e !d%
0onus P incentive allowances and frin*e benefits (
6$ House rent allowance
<$ +ity compensatory allowance
8$ #evel travel concession
C$ ,edical benefits
A$ rovident benefits
:$ Gratuity
@$ >
B$ &hift allowance
9$ "nsurance schemes
67$ >ood subsidy
66$ House contribution loan
6<$ #oan for buyin* vehicles
68$ Telephone allowance
6C$ News paper4 ma*a2ine4 boo/s etc$
OB1ECTIVES OF COMPENSATION
+ompensation see/s to accomplish a labour mar/et function of
allocatin* human resources amon* different enterprises in terms of
perceived attractiveness of jobs as revealed in the rate of pay !supply
and demand of labour functional theory$
LABOUR MARKET
#abour
ay
+orporate acts
+arefully di*ested compensation systems facilitate control of wa*es
and salaries and labour cots$
The financial compensation system see/s to maintain satisfaction of
HE reducin* voluntary separations and complaints and *rievances
stemmin* from inade-uate or ine-uitable wa*es as provided by the
employees$
The financial compensation system purports to induce and reward
improved performance and form an effective motivator$
OBSERVATION AND ANALYSIS
RECRUITMENT
Policy
3e have observed that the basic parameters of the Anand recruitment
policy are
Uniform process of recruitment throu*hout the Group
5-ual opportunity and fair treatment to all
Ri*ht person for the job
Direct recruitment at the induction levels
3omen candidates to be *iven preference
"nside candidates to be *iven preference over outside candidates
0ased on the above parameters4 the recruitment policy has been laid
down as under)
A manpower plan delineatin* the proposed Or*anisation &tructure
has been prepared by each UnitN+ompanyNDivision of the Group at
the time of the preparation of the annual bud*et$ The Or*anisation
&tructure shall show all the personnel re-uirements as well as the
Grade proposed for each of them$
The ,anpower plan shall be submitted to the Group resident
while the Or*anisation &tructure shall be submitted to +orporate
HR and Group resident for approval$
All recruitment shall be made within the limits of the sanctioned
,anpower bud*et and approved Or*anisation &tructure$ Any
deviation necessitated durin* the year shall be made only the
approval of the Group resident$
Recruitment to Grade @ and B to be made under the approval of the
Group resident$
Recruitment to *rade 9 and above will be made under the authority
of the +hairman$
A+& or*ani2es campus recruitment of L,ana*ement TraineesJ for
the Group$
Recruitment and placement of all LDoun* rofessionJ is done by
A+&$
Other thin*s their e-ual preference has been *iven to women
candidates$
As far as possible it is observes that preference has been to
candidates from within the Group e.cept in recruitment for new
ventures N youn* companies in their infancy period of five years$
"t is the policy of the company that blood relations of the
employees and employees of business associates shall not be *iven
appointment in the *roup$
CATEGORIES OR POSTS
3ith a view to achievin* basic standardi2ation of different levels of
posts within the *roup4 all posts are cate*ori2ed into the followin* 68
*rades (
Grade Representative Designation of the Post
Grade < &taff N Operatin* 5n*ineer
Grade 8 5n*ineer N Office N 5.ecutive
Grade C &r$ 5n*ineer N &r$ Officer N &r$ 5.ecutive
Grade A Assistant ,ana*er
Grade : ,an*er
Grade @ &enior ,an*er
Grade B Deputy General ,an*er
Grade 9 General ,an*er
Grade 67 =ice resident
Grade 66 &enior =ice resident
Grade 6< resident
Grade 68 Group resident
PROCEDURES FOR RECRUITMENT
All recruitment action is started after the manpower re-uisition
form is initiated and duly recommended to the Group
HRDN+orporate HRD%$
After the approval of the manpower re-uisition the concerned HR
department attempts to identify suitable internal personnel by
scannin* the personal inventories or scrutini2in* the data base
available with the corporate HR or by circulatin* an internal
notification$
"f suitable candidates cannot be found within the Group4 the
concerned unit shall notify the vacancy to the area 5mployment
e.chan*e!s% in accordance with the employment e.chan*es
!compulsory notification of vacancies% act 69A9 and the rules
framed thereunder$
&imultaneously4 announcement is made throu*h outside sources
li/e advertisements in media4 placement a*encies educational
a*encies4 etc$4 as well as personal contacts$ All advertisement
before release shall be sent to the A+& corporate communications
for approval$
THE DATE FOR INTERVIEW IS BEING FINED
No e.penses is paid to the candidates appearin* for interview$
After the ri*orous interview process4 selection has been finali2ed$
After the verification of the particulars of the selected candidate4 he is
bein* issued a letter of offer specifyin* the desi*nation4 pay and
allowances offered and also notifyin* the date by which he should
join$
The candidate should *ive a letter acceptin* the offer then a joinin*
report to be *iven at the time of joinin*$
TRANSFERS
Eeepin* in view the re-uirements of the *roup and career development
needs of the individual employee4 the mana*ement at its sole
discretion may transfer the services of any employee to any
unitNdivisionNlocationNdepartment in "ndia or abroad or to the facilities
of the collaborators$
INTER-COMPANY TRANSFER
Only such employees as have put out *ood performance and posses the
potential to *row has been offered for transfer to other companies$
These employees should have an assessment of outstandin* or very
*ood !O4 =% in their appraisal reports$
Allowances : +ompany offer various allowances to the transferee$
Relocation reimbursement
a$ One monthJs basic salary
b$ To be borne by the receivin* company$
Travel Reimbursement
An employee under transfer shall be paid actual cost incurred by the
employee4 family and dependent to travel to new location where
transferred$
PROMOTIONS
Objectives
The broad objectives of this process are ()
To identify potential N future business leader
To provide for career *rowth and opportunities to staff cadre
consistent with the re-uirements of the *roup
To reco*ni2e merit4 competence4 potential and individual
e.cellence for contribution to the *roupJs operations$
Policy
=acancies in hi*her *rades would normally be filled by promotion
from within the *roup$
romotions shall be considered a*ainst specific vacancies4 within the
approved manpower bud*et and or*ani2ation structure4 with approval
of the *roup president$
3ei*hta*e is *enerally bein* *ives to mobility between functions and
locations$
No promotions is bein* made on the basis of time scale$
PERFORMANCE APPRAISAL
Objectives of performance appraisal at Anand Group
To provide direction to the activities of the employee to achieve the
or*ani2ational objectives$
To improve performance throu*h feedbac/ and create a climate of
openness and trust
To provide a basis for compensation review and identify promotion
potential
To identify need for job rotation job enrichment transfer and
trainin* with the objective of career *rowth$
To create and sustain a culture of participative mana*ement4
accountable for results$
Policy
Here it is the responsibility of the employee to *et himselfNhersef
appraised in October and April each year$
erformance appraisal is made on half)yearly basis in the *rade
specific appraisal form$
At the be*innin* of each appraisal period4 ERAs should be identified
and tar*et dates for their completion be listed down in the measurable
terms$ ,a.imum mar/s that can be scored should be clearly indicated
with 7$A7I to 677I ratin*s based on criticality of the ERA$
The appraiserJs remar/s must be communicated to the appraisee and
si*ned by himNher$
The appraisal is bein* carried out with an open mind4 objectively and
with a view to listenin* to the appraisee and not to simoni2in*$
Employee Rating
All employees is rated as follows(
Rating Of appraisal score
Outstandin* !O% B:I and above
=ery *ood !=% 0etween @:)BAI
Good !G% 0etween ::)@AI
Acceptable !A% 0etween A:):AI
Unacceptable !U% AAI and below QQQQQQ
Reporting
"t has been observed that the ratin*s of any *roup of persons follows
normal distribution$ However4 it is -uite li/ely that this may not hold
*ood and *reater number of employees may be *raded between LOJ to
LGJ$ accordin*ly after the annual appraisal4 HR Department in
consultation with the #ocationNDivisional Head and residentN+OO of
the company4 provides information for employee ratin*$
AWARDS
#i/e after successful companies Anand Group also try to motivate its
employees by rewardin* them$
Long service awards
5mployees will be *iven service awards after 67 and <A years of
service as a to/en of appreciation of their dedication and commitment
to the *roup$
Medal specifications 10 years 25 years
Type of award &ilver medal &ilver medal
3ei*ht of silver 677 *ms 877 *ms
The medal is havin* company name on one side and Anand #o*o on
the other side$
"t is recommended that these awards must be presented to an
individual at the ri*ht time and on a befittin* occasion so that the
individual feels honored and proud of hisNher association with the
*roup this recommendation is bein* strictly followed$
3ith a view to pay additional compensation for the services of the
employees4 the Group has implemented the system of e.tra annual
payments in the form of bonusNincentiveNreward to its employees$
BONUS
Eligibility
Under the 0onus Act4 it is a le*al obli*ation of an employer to pay
bonus to all its employees upto the pay ceilin* of Rs$ 8A77N) per
month$ However4 the Group adoptin* a munificent attitude has raised
this ceilin* to include employees upto Grade C for payment of bonus
or e. *ratia in accordance with the directions of the respective
locations$
Scale of Entitlement
&acle of payment of 0onus will be accordin* to the provisions of the
0onus Act and the Rules thereunder$
The ,ana*ement "ncentive 0onus lan or ,"0 is a scheme aimed at
motivatin* the mana*ers by providin* them an opportunity to earn
Gerformance 0onusH every year in addition to their re*ular salary$
This is4 in fact4 a form of Grofit &harin*H$
Policy
i$ The scheme envisa*es lin/in* with performance in the job vis)R)
vis the performance of the +ompany4 includin* an assessment of
the incumbentJs efforts for self development as well as that of
other employees$
ii$ The scheme shall be applicable only to employees in Grade : and
above$
iii$ "t has no lin/a*e to *rade or basic salary$
PERFORMANCE AWARD SCHEME (PAS)
erformance Award &cheme or as is intended to motivate staff
members by rewardin* them on the assessment of their actual
performance$
Policy
i$ The performance of an employee will be measured throu*h
mutually a*reed ERAs set in line with the +ompanyNDivision
objectives$
ii$ The scheme shall be applicable to all staff members from Grade <
to Gr$ A$
New Employees
"n the case of new employees4 +ommitment of A& N ,"0 cannot be
*uaranteed$ "t will depend on their performance4 and performance of
the +ompany and the bud*et respectively$
Transferred Employees
"n the case of the employees transferred internally4 the employee
concerned will be entitled to ,"0 N A& wor/ed out on pro)rata basis
for the period spent with each +ompany and will be based on his
performance$
EMPLOYEES DISCOUNTING SERVICE
"n the case of an employee discontinuin* service in the middle of a
year4 ,"0 N A& will be calculated on pro rata basis for the period
served durin* the year of incidence and the amount thus due will be
paid to the employee at the end of that financial year$
MEDICAL FACILITIES
The objective of providin* medical facilities is to help maintain
proper health and physical fitness in the employees and their
dependents$
POLICY
The Group will ensure fullest application as also *et the ma.imum
benefit of the *overnmental health schemes !li/e 5&"% for its
employees wherever such a scheme is under operation$
"n the case of employees who cannot *et the covera*e of such a
scheme4 the Group will provide alternate measures to help them in
maintainin* proper physical fitness$
PROVISIONS
Employee`s State Insurance Health Scheme
5mployees &tate "nsurance Act4 69CB provides a scheme for health
insurance of the employees of private sector companies$ This is a
contributory scheme4 or*anised and administered by the Government$
Accordin* to the rules fo this scheme4 all our employees drawin* a
monthly salary of Rs$ :A77N) or less have to enroll themselves as
members by applyin* a small monthly contribution based on their
salaries4 which entitled them to certain important medical4 monetary
and leave benefits$
Mediclaim scheme
5mployees not covered under the 5&" scheme are admissible for the
,ediclaim &cheme or General "nsurance +orporation of "ndia$
MEDICAL REIMBURSEMENT
All the employees in Grade 6 and above will be entitled to medical
allowance in accordance with their *rade sheet$
MEDICAL CHECK UP
5.ecutives in Grade B and above should be encoura*ed to *et their
annual medical chec/ up done re*ularly$ >or this purpose4 the
+ompaniesN#ocations should identify one or two suitable medical
centres at a fee as per the approval of the Group resident$
Authorisation for medical chec/ up is as under(
a% Grade B ) &elf
b% Grade 9 and above ) &elf and spouse
MEDICAL INSURANCE
5mployees not covered under the 5&" scheme are covered under the
,ediclaim scheme$ The benefit of this medical is allowed to an
employee immediately upon joinin* or on bein* promoted to the
permissible *rade$
Authorised Hospitals
The hospital chosen by the company to provide medical facilities
should conform to the followin* specifications$
i$ "t should have at least 6A beds for patients
ii$ "t should have a fully e-uipped operation theatre of its own where
sur*ical operations are carried out$
iii$ "t should have in its employment fully -ualified Nursin* &taff on
duty round the cloc/$
iv$ "t should have well -ualified Doctor!s% attendin* upon patients
on a re*ular routine4 with prompt availability round the cloc/$
Reimbursement
An employee intendin* to *et medical reimbursement has to file a
claim under the scheme by which he is covered$
Other schemes include
PERSONAL ACCIDENT INSURANCE
POST RETIREMENT MEDICAL INSURANCE
General Insurance Company Scheme
UTI Senior Citizen Unit Plan
CHILDREN EDUCATION ASSISTANCE
The Group encoura*es its employees to provide best possible
education to their children so that they are able to fulfil their onerous
parental duty of helpin* them to become *ood and responsible citi2ens
of tomorrow and prepare them for a successful profession of their
choice$
ENTITLEMENT
Day Scholars
+hildren 5ducation Allowance !+5A% is permissible to an employees
for only two children who are day scholars$
Boarders
a% +5A for boardin* scholars is *ranted to the parent employees of
Grade A and above only$
b% Upto a*e 6@ years provided that for merit students4 this a*e limit
may be rela.ed and e.tended to include the level of professional
de*rees in 5n*ineerin* N ,edicine N 0usiness Administration etc$
c% +5A ahs a ceilin* of R&$ <A4777N) per annum per child4 payable
directly to the school$
Education Abroad
a% This dispensation is permitted for Grade 9 and above only$
b% >or only one dependent child between 66 to <A years of a*e$
HOUSING
The objective of Housin* policy is to e.tend help to employees on
transfer and new joiners who are not able to find suitable
accommodation$ The basic idea for providin* this facility is to
miti*ate *enuine hardship faced by the employees of the +ompany and
not for au*mentin* their remuneration$
POLICY
5mployees upto Grade A shall be entitled House Rent Allowance as
percenta*e of basic salary$
&pecial cate*ory of employees in Grade 84 C and A may be permitted
&pecial House Rent Reimbursement as laid down in the +ompensation
,anual$
HOUSING FURNISHING
OB1ECTIVE
This is a scheme aimed to helpin* the employees to provide various
items of furniture as well as essential domestic utility in their houses4
without havin* to ma/e heavy sacrifices in their monthly bud*et$
POLICY
This will be a ta.able per-uisite allowed to Group : and above for the
purchase of furniture4 soft furnishin*4 croc/ery4 cutlery4 refri*erator4
coo/in* ran*e4 microwave ovens4 washin* machine4 air conditioners4
*enerators4 inverters4 dish washer and other appliances of essential
domestic use$
The items purchased under this scheme shall remain4 on record4 the
property of the +ompany after the e.piry of their 5N# !e.pected
normal life% !seven years%$ The e.piry of @ years4 employee may claim
a scheme to replace the item$
AMOUNT PERMISSIBLE
The total amount permissible to an employee under this scheme will be
as per his Grade sheet$
RESIDENTIAL TELEPHONE
The objective of this policy is to streamline the provision of
residential telephones to +ompany employees$
Residential telephone shall be provided to employees on the basis of
respective job re-uirement$
&TDN"&D facility shall be provided to Grade B and above$
+onferencin* facility should be used up to Grade @$
Reimbursement of telephone bills shall be claimed by employees
throu*h approval channels$
+ellular telephone will be authori2ed by Group residents on need
basis$
CREDIT CARDS
The objective of this policy is streamline the provision of credit cards
to +ompany employees$
Policy
An employee may subscribe to one credit card with prior approval of
the resident dependin* on the job re-uirements$
+ompany shall reimburse initial membership fees and annual
subscription for such credit cards$
+orporate card with consolidated billin* facilities may be arran*ed for
desi*nated senior e.ecutives$
+redit card with overseas validity can be authorised to Grade 67 P
above for +ompanyJs official wor/4 by respective Group resident$
CONVEYANCE
+onveyance reimbursement for local travel for official wor/ shall be
done on the followin* basis(
a% ,ar/etin* staff shall be reimbursed for ma/in* local sales on daily
basis as per specified limits$
b% Non)mar/etin* staff from Grade <)A shall be reimbursed as
follows(
"f owin* a scooter S As per the +om)
"f not owin* any vehicle S ensation ,anual
c% ,ana*ers in Grade :)B and above may claim reimbursement at the
followin* rates(
i% "f owin* a scooter S As per the +om)
"f owin* a car S ensation ,anual
ii% "n not owin* any vehicle
Grade : to B ) Actuals by yellow top ta.i
Grade 9 and above ) Use of A+ ta.i
LEAVE TRAVEL ALLOWANCE
#eave Travel Allowance !#TA% is a per-uisite allowed to all
employees of the +ompany for availin* holidays and recreational
travel for themselves and their dependent family$ "t is4 in fact4 a
privile*e which is *ained on Lavail and earnJ basis$
POLICY
#TA can be claimed for self4 spouse4 children4 parentsNbrothersNsisters
wholly or mainly dependent on the employee$
ENTITLEMENT
#TA is sanctioned as per entitlement *iven in the Grade &heet$
SUPERANNUATION
The objective of the &uperannuation &cheme is to provide a
&uperannuation >und as a measure of ensurin* social security to
employees in their life after retirement$
THE SCHEME
The &uperannuation &cheme is desi*ned to provide pensionary support
for the employees in their post retirement life$ >or this purpose4 The
+ompany will create &uperannuation >und and contribute to it every
year an amount4 e-uivalent to 6AI of the basic salary of every
employee$ "t will be applicable to all employees of the Group in Grade
A and above$
5li*ibility for ension shall be a minimum of A years membership of
the >und$
ension shall be payable on basic salary at the time of retirement$
Total pensionable period shall not e.ceed 87 years$
LOAN GUIDELINES
All loans shall be *iven in terms of approved schemes and are
e.clusively at the discretion of the ,ana*ement The loans provided
are for
Housin*
=ehicle
Appliances N computer and furnishin* loan
ersonal loan
RETAINERSHIP
The Group ,ana*ement may retain an employee in service beyond
hisNher a*e of retirement if it considers that hisNher services would
prove valuable to the company$ However4 this employment under a
retainership arran*ement holdin* a fi.ed tenure for a specified period
of time and *rantin* no line on past service$
EXITS
OB1ECTIVE
The objective of this policy is to lay down *uidelines for the
procedure for separations on account of the followin* causes()
Resi*nation
Retirement
Termination of &ervice
Terminal illness
Death
RESIGNATION
!rocedure
An employee intendin* to leave the employment of the company
submits his resi*nation to his HOD4 who forward the resi*nation
letter alon* with his comments4 to HR Department$
The HR Department4 shall arran*e for the employeeJs 5.it
"nterview$
On the recommendation of the 5.it "nterview 0oard4 the HRD shall
obtain approval of the competent authority for acceptin* the
resi*nation and relievin* the employee at the close of the notice
period$
The out*oin* employee have to obtain a no dues certificate from
all the Departments and submit it to HR Department$
RETIREMENT
"etire#ent $%e &evel
Retirement a*e for the employees of the ANAND Group is as
follows()
Upto Grade B ) AA Dears
Grade 9 ) AB Dears
Gr$ 674 66 P 6< ) :7 years
"etire#ent 'enefits
>ollowin* retirement benefits are permitted to the employees(
!a% Provident Fund : +ontribute every month 6<I of the basic salary
of every employee to the employees > account alon*with an
e-ual amount deducted from his monthly salary$
!b% Gratuity: An employee is eli*ible for *ratuity if he has completed
minimum -ualifyin* service of A years$
!c% 5mployees are permissible for *ratuity calculated T 6A days
basic salary for every completed year of service$
Superannuation
An amount e-uivalent to 6AI of the basic salary per month is
contributed every year by the +ompany towards the &uperannuation
>und$
ension is payable on basic salary at the time of retirement$
Total pensionable period does at e.ceed 87 years$
TERMINATION OF EMPLOYMENT
Termination of employment means dispensin* with the services of an
employee for reasons other than his resi*nation from service or
retirement due to superannuation$
Termination of service is warranted in the followin* situations()
ermanent totalNpartial disablement
5mployees contractin* certain occupational diseases
5mployee contractin* * some serious chronic disease li/e
tuberculosis4 leprosy4 cancer etc$
Any other act by an employee which may not be in the interest of
the company$
DEATH
Death may occur due to the followin* reasons()
!a% Accident or injury arisin* out of or in the course of employment$
!b% Accident or injury beyond the scope of employment
!c% Natural causes
TRAVEL GUDELINES
All travel is on the basis of approved tour pro*rammes$
COMPANY BOARD AND LODGE FACILITIES
5mployees are re-uired to use 0oardin* and #od*in* facilities offered
by ,Ns Annand +orporate &ervices and those run by individual
companies at Delhi4 0ombay4 arwanoo4 Nashi/4 Dewas4 etc$
"n case of non)availability of accommodation in the AnandN +ompany
Guest Houses4 employees may stay at a hotel$
LEAVE
!olicy
Apart from the annual holidays declared by the Group4 there are three
types of paid leave for the employees()
+asual
,edical and
rivile*e
Accumulation of leave in e.cess of the provisions lapse automatically$
Accumulated leave is carried forward to ne.t year$
ABSENT WITHOUT LEAVE
"f any employee absents himself from duty without information he
treated as unauthorised absent from the wor/place$ "f such absence
e.ceeds B days4 the ,ana*ement may4 at its sole discretion4 terminate
the services of the employee on the *rounds of abscondin* from
employment$
LEAVE ENCASHMENT
Only privile*e leave is encashed4 casual leave cannot be encashed$
5ncashment of leave is made on basic salary only$
LIMITATIONS
6$ Our findin*s are based on the observations of only one company
!Gabriel "ndia #td% of Anand Group$ &o the analysis may not hold
true for the other or*anisation of the Ananad Group$
<$ Time constraint is another major handicap for us$
8$ The company was not interested in disclosin* many factors !as
those of are confidential in nature% which may have an impact on
the HR policies followed at the Gabriel "ndia #td$
C$ The scope of the study has to be limited accordin* to the academic
re-uirements$
LEARNIGNS
6$ The project has been a challen*in* e.posure to all of us to have an
insi*ht of the corporate eti-uetteJs and beat practices$
<$ The study of HR policies and implication involves measurement
analysis and evaluation and -ualitative elements$ Hence there
cannot be any concrete basis as to decide how much a policy LfitsJ
a situation$
8$ The measurement of effective implementation of HR policies is
subject to the perceptions of people involved$
C$ "t helped us to identify the major challen*es faced by HR and the
paradi*m shift it has under*one in the years beyond$
A$ "t helped us in identifyin* and pursuin* syner*ies of the *roup$
:$ "t has *iven an insi*ht into mana*in* time and resources
effectively$
REFERENCES
Human Resource ,ana*ement ' Deccen*o and Robbins
,ana*in* HR in the <6
st
+entury ' Eosse/ and 0loc/
ersonnel ,ana*ement ' >lippo
Human Resources ,ana*ement ) ,ir2a &$ &aiyadain
,ana*in* eople in Or*anisation ' =iramani
Human Resource ,ana*ement ' 1ohn ,$ "vancevich
Desi*nin* and ,ana*in* HR &ystem'Uday are/h4E$T$
=en/ateshwara Rao
HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT
A PROJECT STUDY ON HR
PRACTICES
At
ANAND GROUP (GABRIEL
INDIA LTD.)
Sub#itted to:
DR. SAMUEL MASILAMANI
Sub#itted by:
Group- VII
Section A
1YOTSNA ARORA (03/00)
NAVPREET SINGH SIDHU (45/00)
NISHA MD. HASSAN (57/00)
ATUL VI1AYVERGIA (75/00)
ANUPAM RAY (93/00)
ANANT SHARMA (123/00)
CHAVI YADAV (15/00)
LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT
DELHI DELHI
ACKNOLEDGEMENT
3e would li/e to e.press our sincere *ratitude to ,rs$ "ndu 3adhwa4
senior HR mana*er Gabriel "ndia #td$ 3e are also obli*ed to ,r$
=ive/ 0har*ava4 trainin* head Anand Group for his valuable
contributions$ 3e would li/e to than/ ,rs$ =andana 0ali4 e.ecutive
member4 mana*ement for her co)operation$ 3e would li/e to e.press
our heartfelt *ratitude to rof$ &amuel ,asilamani who has inspired us
and *iven us such a challen*in* opportunity that has brou*ht us face to
face with the industry$
EXECUTIVE SUMMARY
5ffective mana*ement of human resource is one of the prere-uisite
for any or*anisation to the successful$ Today4 with the emer*ence
of *lobal villa*e4 the or*anisations are competin* at a *lobal level$
The /ey is to use the human capital4 which is the most resourceful
element in such a way that the or*anisation can thin/ *lobally and
act locally$
The study comprises analysin* the role of /ey elements in human
resource mana*ement in buildin* up a or*anisation that stri/es a
proper balance between people orientation and tas/ orientation$
The study has covered the HR policies and practices re*ardin*
recruitment4 induction4 probation4 transfers4 trainin*4 performance
appraisal4 promotions4 leaves4 awards4 e.its4 retainership etc$
An attempt has also been made to study the impact of beliefs and
philosophy of the or*anisation on the HR policies pursued$
"t was really a *reat learnin* e.perience for all of us$
TABLE OF CONTENTS
TOPICS
Ac/nowled*ement
5.ecutive &ummary
Objectives
Research ,ethodolo*y
+ompany rofile
+onceptual >ramewor/
Observation and Analysis
>indin*s and +onclusions
#imitations
#earnin*s
References
Dear respondent4
3e are the students of #al 0ahadur &hastri "nstitute of ,ana*ement4
pursuin* a project titled G,easurin* the attitudinal chan*e of the
dealers and customers of +eramic "ndustries vis)a)vis pre and post
liberali2ation in HR 1ohnsons #td$ 3e will be hi*hly obli*ed if you
could spare a few minutes of your precious time and answer these
-ueries$ Dour response shall be /ept strictly confidential and used only
for academic purpose$
Than/in* you$
Name (
A*e (
Occupation(
Address (
h$ No$ (
6$ How many of the followin* brand names are you aware ofM !please
%
HR 1ohnson &omany Eajaria Orient
,urdeshwar &avana Any other !lease specify%QQQQQQQQ
<$ How did you come to /now about the brandM !please %
3ord of ,outh 5lectronic ,edia
rint ,edia >riend Hoardin* N 0anners
8$ 3ho in the family has a major influence on purchase decisionM
C$ No of visits you have made to the retail outlets for the purchase of
tilesQQQQQQQQQ$
A$ Accordin* to you()
5arlier Now
Tiles were used for !please % Tiles are used for !lease%
Kitchen Floorings Garden
0athroom 3alls +arporch
Any other !please specify% Roofs aintin*s
+orners Any other
!please specify%
+ourtyard
:$ The variety available in the desi*n of tiles today is far mere better
than that of before !please %
Totally a*ree A*ree to e.tent
Disa*ree to an e.tent Totally disa*ree
@$ Rate the followin* features4 accordin* to the importance you attach
to them while purchasin*$
U3here 6 V least important A V ,ost importantW
0rand Name
rice
roduct =ariety !Desi*n% roduct >eatures
?uality
Replacement Guarantee
Availability
Any other !please specify%QQQQQQQQQQQQQQQ
B$ 3hat are the -uality features you loo/ for in the titlesM !please %
Glossy Antis/id +haracter
Durability Desi*n +olour
Any other !lease specify%QQQQQQQQQQQQ
9$ 3hat is the fre-uency of chan*in* tiles in your householdM !please
%
7)A years :)67 years 66)6A years 6A)<7 years
X<7 years Never
67$ Do you chan*e tiles in your households on special occasionM "f
yes4 please specify the occasion$
66$ 3hen you purchase tiles ()!please %
Dou prefer to stic/ to a specific brand
Try out new varieties N entrants in the mar/et
Depend on unor*ani2ed sector due to price sensitivity
6<$ "f your favourite brand is not available nearby4 you will !please %
ostpone the purchase
#oo/ for it at some other outlets Nplaces
&elected another brand which is available and matches your
specification to an e.tent
68$ Are you influenced by the dealerJs choice of brand desi*n etcM
!please %
Des No To an e.tent
6C$ 3hat inhibits you from chan*in* tiles in your household more
fre-uentlyM !please %
"t becomes messy
Unavailability of labour
Hi*h labour char*es
Nuisance caused by unavailability of bathrooms
6A$ "f the above stated problems are removed4 how often would you *o
for chan*in* of tilesM !please %
7)6 years 6)< years <)8 years ,ore than 8 years
6:$ 3hen was the last time you have *one for chan*in* tiles in your
householdM
6@$ 3hat problem !if any% your have faced in purchasin* tiles at the
time of any of your previous purchasesM !please %
=ariety was not available
rice constraints
Delivery problem
Unsatisfied with after sales service
Any other !please specify%QQQQQQQQQQQQQQQ
6B$ lease *ive you opinion !% about the followin* statements( )
a$ Tiles are more ele*ant than traditional interview desi*n DesNNo
b$ Tiles do not *ive style to the interiors Des N No
c$ "t is easier to clean Des N No
d$ "t is not safe N shippin* Des N No
e$ Tiles are easier to maintain Des N No
f$ "t is 5.pensive Des N No
*$ "t is more durable compared to colour Des N No
h$ "t is distasteful for rooms other than bathrooms Des NNo
i$ " prefer marble N Granite than tiles Des N No
Than/ you for your time$
FINDINGS AND
CONCLUSION
CONCEPTUAL
FRAMEWORK